Six Sigma Black Belt Project

Voice of Customer

To highlight the client present-day requirements and feedbacks the Two-Steps Survey was perfomed between 15 of key middle-management customer persons.

1

4

3

3

4

Survey performed in the form of phone call.

Following question was adressed to customer:

Replies were documented and grouped into main categories:

Answers were integrated by affinities for the purpose of second survey:

Total points collected: 6




Based on the groups configured from first part of survey, second part of survey has been performed.

Survey performed in the form of phone call.

Following question was adressed to customer:

Replies were documented:

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Safety Personal

and Industrial4 4 5 4 3 3 4 4 4 4 4 5 5 4 3

Quality of

Service 3 3 4 4 4 4 4 3 3 3 3 3 3 3 3

Mobilization

Time 3 4 3 3 3 3 4 3 4 3 3 3 3 4 3

Cost of Service

(Red Money

incl.)3 2 3 2 2 3 3 2 2 2 2 2 2 2 2

VOC and STRATEGY

Equipment and people availability just after been requested

Service in the field provided in minimum time available

Optimization of costs, minimum cost of service.

Timely Information exchange in the field.

Delivery of equipment without accidents.

2. Please provide your assessment of our busininess processess compared to competitors, based on the following categories. Please choose one of

the grade (Excellent(5); Good(4); Average(3); Development Needed(2); Poor(1) ) for each category.

Personal safety, substances abuse control, fatigue control

Safety in operations.

Expected level of quality provided

Invoices complete without mistakes.

Profficiency of employees.

Reliable and trustfull information exchange.

Assessment

Customer Manager

2

1

1. Safety in operations.

2. Service in the field provided in minimum time available

3. Personal safety, substances abuse control, fatigue control

4.Equipment and people availability just after been requested

5. Invoices complete without mistakes.1

1

19. Reliable and trustfull information exchange.

10. Profficiency of employees.

Categories

Amount

4. Expected level of quality provided. 6

6. Delivery of equipment without accidents.

7. Optimization of costs, minimum cost of service.

2

4

Accounting department

Drilling department

Logistics department

HSE department

Production department

8. Timely Information exchange in the field

Answers

1. Please advise two most important values you think your contractor must deliver to your company.

3

7

2

Average

4

3

3

2

Safety Personal and Industrial

Quality of Service

Mobilization Time

Cost of Service (Red Money incl.)

Strategy Deployment

Customer requirements into Company Strategy.

1 W

ors

t

2 3 4 5 B

est

10 X

7 X

6 X

7 X

12,00

12,00

16,00

15,00

10,00

Areas of improvement for key routines

During SS meeting the areas of improvements were proposed by the team according to the departments going to be involved into improvement process.

8,00

18,00

18,00

12,00

11,00

Company Strategy breakdown between Department's

Routines

2 0

Logistic Dept.

Tim

e T

able

Mig

ration a

nd T

ravel

1 1

Work

shop w

ork

flow

develo

pm

ent

Develo

pin

g o

f R

esponsib

ility

and

Ow

nere

ners

hip

for

+

+

10 0

+

Operations Subdiv.Maintenance Subdiv.

6

Facili

ty D

evelo

pm

ent

Mobili

zation

Fie

ld O

pera

tions

8

Pers

onnel A

vaila

bili

ty

9

31,00

7

Qualit

y O

f P

art

s9 9 9 1

Personal and Industrial Safety

12 12 16

3 3

Strategical Importance: Relative %

Strategical Importance: Absolute

9 3

Customer Requirements Imp

ort

an

ce

Quality of service

Qualit

y o

f O

pera

tions

Qualit

y O

f M

ain

tenance

3

Mobili

zation C

ycle

Tim

e

1

Part

s D

eliv

ery

Lead T

ime

9

Labor

cost

Equip

ment

cost

9

31,50

HS

E p

olic

y e

ffectively

perc

ieved

3

49,00

Main

tenance C

ycle

Tim

e

15

1

3

Cost of Service (Red money incl.)

1

3

68,33

Mobilization Lead Time 99

3 9

91

39 3

3

0,00 34,83 61,50

HSE Dept.Admidistrative Dept.

49,00

0

Improvement

Direction

Customer

Competitive

Assessment

0,00 31,5043,00 0,00

Pre

para

tion o

f spare

part

s

kits

24,00

0 7 7C

ontr

acts

Local P

olic

ies D

evelo

pm

ent

Superv

isio

n

Local S

afe

ty A

udits

Local T

ransport

ation

Glo

bal T

ransport

ation

Dem

obili

zation

Well Solution KPI

Imp

ort

an

ce

Quality Of Parts

Custo

ms R

ela

tions

Main

t. o

f th

e e

quip

ment

1Quality Of Maintenance 3

1 3 1 91 9 93 3

Strategical Importance: Absolute 0,00 53,00 159,00 53,00 217,0053,00 0,00

2 8

115,00 103,00 477,00

18

477,00

114 4 6 6

144,00 144,00309,00 279,00

18 12Strategical Importance: Relative % 0 2 6

Quality of Operations

Maintenance Cycle Time

Mobilization Cycle Time

1

1

9 91 1 3 1 1 1

13 99 9 3 91 3 1

3

1

1 3 1

9

9

9

1 3 9 9 9

+

+

+ +

+

++ + +

Segre

gation o

f equip

ment

of

diffe

rent

tech c

onditio

n

Main

t. e

quip

ment

positio

nin

g

Main

tenance L

ocal

SO

P d

evelo

pm

ent

Reducin

g t

he s

pare

part

s p

repara

tion t

ime

Reducin

g t

he

main

tenance c

ycle

Dedic

ate

d m

obili

zation

zones

Imp

ort

an

ce

Local Transportation 9 9

Contr

ol M

easure

s f

or

Tra

nsport

ation

Contr

acto

rs

Observ

ation p

rocedure

fo

r lo

adin

g t

rucks

Sim

ply

fyin

g o

f m

obili

zation p

rocedure

Reducin

g t

he

mobili

zation t

ime

Maint. of the equipment

Handto

ols

sm

art

allo

cation

Department's Routines

Preparation of spare parts kits

9 3 9 9 9 3 3 9 9

3

9 99

9 99 99 1 3

9 9 9

9

Facility Development 9

9Mobilization 9 9 3 3 9 9 9 99 9

Strategical Importance: Absolute 171 171 303 249 315

9

279

Importance: Relative % 4 4 7 6 127

369

8 8

531 369

7 12

435 531315

10 6 7

315

3

9 3

1

1

Areas of improvement

Well Solutions KPI

Department's Routines

Areas

Standalone significant areas for improvement:

Total importance : 12%

Joint areas:

Workshop workflow development (12%) includes: Total importance : 12+7=19%

Maintenance Local SOP development 7%

Reducing Maintenance Cycle (7%) includes: Total importance : 7+7+7+6=27%

Reducing Spare parts preparation time 7%

Handtools smart allocation 7%

Maintenance equipment positioning 6%

Segregation of eqipment of different tech condition (7%) includes: Total importance : 7+6=13%

Dedicated mobilization zones 6%

Reducing mobilization time(8%) includes: Total importance : 8+8=16%

Simplyfying of mobilization procedure 8%

Conclusion

Strategy defined.

Grouping the problematic areas helps to allocate limited resources to cover 87% of issues.

Developing of Responsibility and Ownerenership for personnel

In order to effectively manage this complexity it is necessary to integrate the problematic areas across the company. It going to help to focus the limited resources on certain most important issues.

Analizing the affinity of the problematic areas, SS team come to suggestion to joint the areas as follows:

Project Charter updated.Project Charter updated.

Choosing Right Projects

Projects proposed by SS team:

After discussion tw o projects w ere merged due to close aff inity.

0,12

0,19

0,27

0,13

0,16

Follow ing projects w ere choosen for implementation based on Project Impact Score:

1. Workflow developed and presented

2. Develop ready boxes

3. Repair, Maintenance, Mobilization Zones

4. Presentation R & O

5. 5S for handtools

Financial department w as contacted for labor prices per hour:

Position

Technitian

Engineer

Workshop

Supervisor

Manager

Project costs approximate calculation:

Due to the limited funds and modered Project Impact Score the follow ing projects have been refused: Engineer - supervisor and Workshop major reorganization

DEFINE

Auxiliary

main

tenance

equip

ment

Develo

p r

eady b

oxes

Dre

mel a

nd D

rilling

machin

es

Repair, M

ain

tenance,

Mobilizatio

n Z

ones

1 1 1 9

Pre

senta

tion R

& O

Work

flow

develo

ped

and p

resente

d

Work

shop m

ajo

r

reorg

aniz

atio

n

5S

for

handto

ols

Sim

plif

y p

aperw

ork

for

mobilizatio

n

Tro

lleys for

carg

o

baskets

9 3 3 3 3 1

3 93 9 9 3 3 9 9 3

9 39 99 9 3 9

3 1 9 91 9

9 9 3 3 1 9 1 9 9 9

5,65 7,11 3,75 3,97 3,28 6,87 3,28 6,21 3,51 2,13

Sim

plif

y p

aperw

ork

for

mobilizatio

n

Tro

lleys for

carg

o

baskets

Pre

senta

tion R

& O

Work

flow

develo

ped

and p

resente

d

Work

shop m

ajo

r

reorg

aniz

atio

n

5S

for

handto

ols

400 80

Auxiliary

main

tenance

equip

ment

Develo

p r

eady b

oxes

Dre

mel a

nd D

rilling

machin

es

Repair, M

ain

tenance,

Mobilizatio

n Z

ones

22,50 22,50

0 0 0 630 1000 430

8 46 93 240

0 1600

7,50 7,50 44,00 7,50

2 54

7,50 7,50 30,00 7,50

640 560

63 38 32 64

60 200560 345 4092 2430 2417,5 1285

+

Reducing mobilization time

Modify mobilization paperw ork into more robust and simple w ay. Apply foolproof techniques for

documentations.

Order the manufacturing of the trolleys helps to bring cargo baskets closer to equipment

mobilized.

Develop standard ready boxes w ith spare parts for every kind of equipment. Ready boxes can

be prepared beforehand and help to save valuable time during mobilization.

Choosing projects based on QFD

Engin

eer

superv

isor

Time required for project, hour 1344

Labor Cost of Project, USD per hour 15,00

Workflow 3

Labor cost USD/hour

Time for Maintenance 1

Develop ready boxes (Stakeholders: 2 engineers; Time Sav: 65%) 19,5 100 0,040

Workflow developed and presented (Stakeholders: 4 engineers +1 technitian; Time Sav: 30%) 19,65 80 0,099

5S for handtools (Stakeholders: 2 engineers +1 technitian; Time Sav: 20%) 11

Trolleys for cargo baskets (Stakeholders: 2 engineers; Time Sav: 30%) 9 100 0,008

Dremel and Drilling machines (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 2%) 1,31 100 0,006

Repair, Maint., Mobilization Zones (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 15%) 9,8

Area Projects

Developing of Responsibility and Ownerenership for personnel

Engineer w ith supervisor part time (20%) functions to be assigned to control people during

activity, for f irst six monthes.

Presentation prepared and demonstrated to all employees, experienced and new comers.

Workshop workflow development

Workflow defined by SS team, and approved by Process Ow ner (Location

Management).Presentation prepared and demonstrated to all employees, experienced and

Reorganize stationery installed equipment in order that logical direction of w orking process have

compliance w ith real direction in the w orkshop.

Sort and organize w orkshop hand tools. 5S project.

Purchase auxiliary maintenace eqipment w hat can reduce cycle time, improve safety and

increase quality

Purchase dremel and stationery drilling machine w hat can help to reduce cycle time and

increase quality

Segregation of eqipment of different tech condition

Define and highlight zones in the w orkshop for equipment of three tech status: Need

Repair, Need Routine Maintenance, Ready for Mobilization

Purchase and install more stationary storage shelvings and racks to help segregate equipment

Reducing Maintenance Cycle

Areas of Improvement

Imp

ort

an

ce

Responsibility and Ow nership

Segregation

Time for Mobilization 9

Project Impact Score 2,28

Choosing projects based on PPI

PPI=Savings x Probability of Success

Cost X Time to completion

5,5

15

7,5

30

Engin

eer

- superv

isor

Fixed Cost of Project, USD 0

20160

Project Savings Success Prob, % PPI

Presentation R & O (Moral improvement; impossible to calculate savings) Savings 50 ?

Total Cost, USD

100 0,002

Auxiliary maintenance equipment (Stakeholders: 2 engineers +1 technitian; Time Sav: 5%) 1,5 100 0,001

100 0,027

Simplify paperw ork for mobilization (Stakeholders: 1 engineer; Time Sav: 30%) 4,5 100 3,750

Projects

Follow ing projects approved:




4. 5S for handtools

Due to negligble cost, time and good Project Impact Scores, tw o more projects approved:


6. Simplify paperw ork for mobilization




4. Simplify paperw ork for mobilization


6. 5S for handtools

Total cost of SS projects approved: 4740

The cost of project is inside the approved limits.

Project Charter updated.

Combain and segregate relative projects to optimize project resources utilization.

Mobilization cycle reduction.

Workflow developed and presented (Stakeholders: 4 engineers +1 technitian; Time Sav: 30%) YES YES

5S for handtools (Stakeholders: 2 engineers +1 technitian; Time Sav: 20%) YES

Dremel and Drilling machines (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 2%) NO NO

Develop ready boxes (Stakeholders: 2 engineers; Time Sav: 65%) YES YES

Compare results from PPI and Quality

Function

Project PPI QFD Approved/ Declined

Presentation R & O (Moral improvement; impossible to calculate savings) NO YES ?

Trolleys for cargo baskets (Stakeholders: 2 engineers; Time Sav: 30%)

YES

Auxiliary maintenance equipment (Stakeholders: 2 engineers +1 technitian; Time Sav: 10%) NO NO

NO NO

Maintenance cycle reduction

Repair, Maint., Mobilization Zones (Stakeholders: 4 engineers+ 1 technitian; Time Sav: 15%) YES YES

Simplify paperw ork for mobilization (Stakeholders: 1 engineer; Time Sav: 30%) YES NO ?

Reporting

Status report

1. Reporting process organized in form of emailing the Progect Charter (if changed) and Schedule every w eek on Fridays.

Persons w ho receive w eekly emails are the management of location and management of area.

2. Progress charter updated w hen signif icant information included into the report get changed.

3. Schedule developed based on Guntt chart (f ind in scheduling section below ) and updated every w eek according to the progress.

Management review

1. Management review process organized in form of meetings on f irst w eek of every month.

2. Questions discussed are:

a) Progect team mission

b) Systems barriers encountered by the team

c) Budget review

d) Schedule review

e) Resources allocation

Project records

1. Project informaition collected on ongoing basis.

2. Information included and processed in the the "SS Project" Excel f ile

3. Lessons learned of the Project as w ell as new procedures developed are carefully documented apart of the Project Report.

4. All information related to the Project are segregated and collected in the Project folder on the corporate server.

5. Black Belt assigned as a designated care taker for all data collection/modif ication/processing.

Six Sigma Team

1. Members of team w ere assigned on the volonteer principles, based on the personal features and after discussion w ith management.

2. It w as found enough to include into the team:

a) Workshop supervisor (leader)

b) Engineer 1 (meetings time keeper; deputy leader and assistant)

c) Engineer 2 (performer)

d) Engineer 3 (performer)

e) Engineer 4 (performer)

f) Engineer 5 (performer)

3. To increase the understanding, motivation and performance all team members got the appropriate Six Sigma training according to they role in the team.

a) Workshop supervisor (black belt)

b) Engineer 1 (green belt)

c) Engineer 2 (w hite belt)

d) Engineer 3 (w hite belt)

e) Engineer 4 (w hite belt)

f) Engineer 5 (w hite belt)


Scheduling

Sequence of projects w as choosen according to they effect to aff iliate process parameters (maintenance or mobilization) and from simple to more complicate.

Theoretical schedule of the project (with no accounting for operational situation):

Projects: Performers: SS duty time:

1. Presentation R & O Leader 0,20 = 0,20 5 days

2. 5S for handtools Leader; Performer1; Performer 4 0,20 + 0,50 + 0,50 = 1,20 25 days

3. Develop ready boxes Leader; Assistant; Performer2; Performer 3 0,20 + 0,10 + 0,05 + 0,05 = 0,40 12 days

4. Simplify paperw ork for mobilization Project Sponsor; Performer 3; Performer 4 0,05 + 0,05 = 0,10 3 days

5. Repair, Maintenance, Mobilization Zones Leader; Assistant; Performer2; Performer1 0,20 + 0,10 + 0,50 + 0,50 = 1,30 6 days

6. Workflow developed and presented Leader; Assitant 0,20 + 0,10 = 0,30 19 days


8 / (8*0,2) =

240 / (8*1,2) =

38 / (8*0,4) =

2 / (8*0,1) =

64 / (8*1,3) =

46 / (8*0,3) =

Calendar time to complete the project:

Absolute time for project

Working hours in one day * SS duty time

Factual schedule of the project (actual operational situation counted):

Task Name Start End Duration (days)

Identify Sponsor

15.01.14 16.01.14 1

Team Formation

16.01.14 18.01.14 2

VOC & Strategy

18.01.14 27.01.14 9

Draft Project Charter

27.01.14 30.01.14 3

Charter sponsor review

30.01.14 2.02.14 3

QFD - Define the project

2.02.14 4.02.14 2

Define the budget

4.02.14 5.02.14 1

Estimate savings

5.02.14 6.02.14 1

Project Charter update

6.02.14 7.02.14 1

Complete detailed

Schedule7.02.14 12.02.14 5

Approve project and schedule

12.02.14 14.02.14 2

Detailed Process

Defenition15.02.14 16.02.14 1

Metric Defenition

16.02.14 17.02.14 1

Baseline Defenition

17.02.14 18.04.14 60

Baseline graph 18.04.14 19.04.14 1

Analize raw data

19.04.14 20.04.14 1

Waste analyzis 20.04.14 22.04.14 2

Project charter update

22.04.14 23.04.14 1

Modifying process

23.04.14 28.05.14 35

Measuring new process metrics

28.05.14 01.11.2014 157

SOP developing and

validation1.11.14 08.11.2014 7

Statistical methods of

control developing

8.11.14 11.11.2014 3


Me

as

ure

An

aly

ze

VO

C &

Str

ate

gy

De

fin

eIm

pro

ve

Co

ntr

ol

14.01.14 5.03.14 24.04.14 13.06.14 2.08.14 21.09.14 10.11.14 30.12.14

Identify Sponsor

Team Formation

VOC & Strategy

Draft Project Charter

Charter sponsor review

QFD - Define the project

Define the budget

Estimate savings

Project Charter update

Complete detailed Schedule

Approve project and schedule

Detailed Process Defenition

Metric Defenition

Baseline Defenition

Baseline graph

Analize raw data

Waste analyzis

Project charter update

Modifying process

Measuring new process metrics

SOP developing and validation

Statistical methods of control developing

Gantt Chart for SS Project

Detailed Process Definition for "Maintenance cycle reduction"

Basic terms and problem statement.

Maintenance process: performed by engineer/technitian alone with no extra help from someone else. Area for the maintenace is a wooden workbench.

Environment: Room Temperature

Good lightning

Noise level below 70dB

Automation: is not possible. Manual work only

Tools: Handtools used to perform all operations.

Metric Definition for "Maintenance cycle reduction"

For metric the following measurement unit was taken: Standart Item per hour SI/h

Where Standard Item - it is a standardized part of the equipment most commonly maintained in the workshop.

Baseline defenition for "Maintenance cycle reduction"

General description

Performer: Baseline for maintenance cycle is going to be measured by Performer 1 and Performer 4.

They participate in measurements in one after another order, replacing each other when necessary.

Measurement tool: Measurement tool - watches.

Measuring object: Standard item, most commonly maintaned part.

Maintenance cycle of these parts will be measured depends on actual operation activities.

Process of measurement: To reduce variation the particular person from personnel was choosen.

Particular person does maintenance and same time his movements route and cycle time get fixed by Performer 1 or Performer 4.

Movements route depicted on the Spagetti diagram.

Measurements processing: Llimited number of measurements are possible in reasonable amount of time. Usually 1 cycle a day performed.

Pictures of "as is" process

MEASURE

Spagetty diagram

Taking of baseline metric

Collect initial samples and calculate averages:

Xavg, SI/h

0,1058 0,1110 0,0710 0,0959

0,0965 0,1185 0,0898 0,1016

0,0862 0,0881 0,1341 0,1028 Xgrand avg = 0,1043

0,0934 0,1374 0,1216 0,1175

0,0864 0,1360 0,0893 0,1039

Conclusion

1. Average value of the metric is 0,1043 SI/h

2

3

Data, SI/hSample nr #

4

5

11

Detailed Process Definition for "Mobilization cycle reduction"

Basic terms and problem statement.

Mobilization process:

Environment: Room Temperature

Good lightning

Noise level below 70dB

Automation: Manual work prevail.

Tools: Mechanical lifting available and used (forklift and overhead crane).

Metric Definition for "Mobilization cycle reduction"

For metric the following measurement unit was taken: Standart Unit per hour SU/h

Where Standard Unit - it is a standardized number of different equipment and accessories to be loaded out for every mobilization.

Baseline defenition for "Mobilization cycle reduction"

General description

Performer: Baseline for mobilization cycle is going to be measured by Performer 2 and Performer 3.

They participate in measurements in one after another order, replacing each other when necessary.

Measurement tool: Measurement tool - watches.

Measuring object: Standard unit, a number of certain amount of equipment and auxiliaries loaded out every mobilization.

Mobization can include few of standarts units or just a part of one standart unit.

Mobilization cycle will be measured depends on actual operation activities.

Process of measurement: To reduce variation only the mobilizations done by certain employees are taking into account.

Certain persons does mobilization and same time they movements route and cycle time get fixed by Performer 2 or Performer 3.

Movements route depicted on the Spagetti diagram.

Measurements processing: Llimited number of measurements are possible in reasonable amount of time. Usually 2 cycles a month performed.

Taking into account the conditions listed above the Exact Method for Individuals has been choosen for monitoring Mean and

Range of the process as well as Stability of the process.

performed by two engineers resposible with no extra help from someone else. Area for the mobilization is an all workshop

area except of maintenance area.

Pictures of "as is" process

Spagetty diagram

Taking of baseline metric

Collect initial samples and calculate average:

X, SU/h

0,4660

0,4070

0,4780 Xavg = 0,4743

0,5460

Conclusion

1. Average value of the metric is 0,4743 SU/h

3

4

1

2

Sample nr #

Baseline graph for "Maintenance cycle reduction"

Method of data analysis:

Exact Method. Stage one.

Calculate average range:

Xavg, SI/h R

0,1058 0,1110 0,0710 0,0959 0,0400 0,0420

0,0965 0,1185 0,0898 0,1016 0,0287

0,0862 0,0881 0,1341 0,1028 0,0479 Xgrand avg1 = 0,1043

0,0934 0,1374 0,1216 0,1175 0,0440

0,0864 0,1360 0,0893 0,1039 0,0496

Check averages for normality:

Distribution of measured values is close to the normal. So we can expect that control limits will be quite robust for special causes detection.

Get constants from Appendix 12 (Pyzdek) for g=5; subgroup size = 3

A2F= 1,2

D4F= 2,4

0,100896 0,100896 0,100896 0,100896 0,100896 0,100896

Compare the subgroup R to the UCL r and drop any out-of-control groups.

All Range values are in tolerance.

ANALYZE

Taking into account the number and frequency of measurements available the Exact Method for

Averages has been choosen for monitoring Mean and Range of the process as well as Stability of the

process.

5 0,967

Compute the Range chart control limit.

UCL r = D4F * Ravg =

2 -0,431

3 0,000

4 0,431

4

5

Quantile number Qumulative Probability

1 -0,967

Sample nr # Data, SI/h

1 Ravg1 =

2

3

0,0000

0,0200

0,0400

0,0600

0,0800

0,1000

0,1200

0,1400

-0,967 -0,431 0,000 0,431 0,967

Xavg

Xavg

0

0,02

0,04

0,06

0,08

0,1

0,12

1 2 3 4 5 6

UCLr

Range

Compute the Xavg chart control limits.

UCLx= 0,154788 0,154788 0,154788 0,154788 0,154788 0,154788

LCLx= 0,053892 0,053892 0,053892 0,053892 0,053892 0,053892

All Xavg values are in tolerance.

Conclusion

1. Maintenance process is statistically stable. No special causes observed. Work aimed to reduce cycle time of the process can be proceeded.

Analyze wastes for "Maintenance cycle reduction"

Muda: Unnecessary movements of people when looking for proper hand tool.

Waiting for hand tool when it will become available

Defects due to wrong handtool usage for particular operations.

Brainstorming: Based on Measure Section data, SS team concluded that it is possible to reduce maintenance cycle on 45%.

No benchmarking available unfortunately.

Solution: Muda can be removed by smart allocation of hand tools and bring the number of certain handtools to necessary amount.

Responsibility and Ownership need to be improved what can help to sustain newly-established process.

Xgrand avg - A2F * Ravg =

Xgrand avg + A2F * Ravg =

0

0,02

0,04

0,06

0,08

0,1

0,12

0,14

0,16

0,18

1 2 3 4 5 6

UCLx

Xavg

LCLx

Baseline graph for "Mobilization cycle reduction"

Method of data analysis:

Exact Method. Stage one.

Collect initial samples and calculate averages:

X, SU/h R

0,4660 0,0660

0,4070 0,0590

0,4780 0,0710 Xavg1 = 0,4743

0,5460 0,0680

Checking individual measurements for normality has no sense.

Get constants from Appendix 12 (Pyzdek) for g=4; subgroup size = 1

A2F= 5,1

D4F= 3,3

0,2178 0,2178 0,2178 0,2178

Compare the subgroup R to the UCL r and drop any out-of-control groups.

All Range values are in tolerance.

Compute the Xavg chart control limits.

UCLx= 0,81085 0,81085 0,81085 0,81085 0,81085 0,81085

LCLx= 0,13765 0,13765 0,13765 0,13765 0,13765 0,13765

All Xavg values are in tolerance.

Xavg1 - A2F * Ravg1 =

2

3

4

Compute the Range chart control limit.


Xavg1 + A2F * Ravg1 =

Taking into account the number and frequency of measurements available the Exact Method for

Individuals has been choosen for monitoring Mean and Range of the process as well as Stability of

the process.

Sample nr #

1 Ravg1 =

0

0,05

0,1

0,15

0,2

0,25

1 2 3 4

UCLr

Range

0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

0,9

1 2 3 4 5

UCLx

X

LCLx

Conclusion

1. Mobilization process is statistically stable. No special causes observed. Work aimed to reduce cycle time of the process can be proceeded.

Analyze wastes for "Mobilization cycle reduction"

Muda: Unnecessary movements of people when looking for proper equipment.

Wrong equipment packed by mistake.

Time wasting due to the last moment spare parts kit preparation.

Brainstorming: Based on Measure Section data, SS team concluded that it is possible to reduce mobilization cycle on 40%.

No benchmarking available unfortunately.

Solution:

Paperwork simplified


Muda can be removed by zoning workshop area for equipment "Ready-To-Go" and

preliminary preparation of standardized spare parts kits.

Workflow need to be defined and followed.


List of activities performed to improve Maintenance process.

Responsibility and Ownership presentation for employees

Toolboxes and Shadowboards for handtools.

IMPROVE

Measure the modified Maintenance process

Spagetty diagram

Exact Method. Stage two.

Set limits for the reminder of the following measurements.

A2S= 1,47

D4S= 3,4

0,142936 0,142936 0,142936 0,142936 0,142936 0,14294 0,14294 0,14294 0,14294 0,14294 0,14294 0,14294

UCLx= 0,1661388 0,1661388 0,1661388 0,166139 0,16614 0,16614 0,16614 0,16614 0,16614 0,16614 0,16614

LCLx= 0,0425412 0,0425412 0,0425412 0,042541 0,04254 0,04254 0,04254 0,04254 0,04254 0,04254 0,04254

Collecting measurements and calculate averages.

Xavg R

0,1056 0,1211 0,1107 0,1125 0,0155

0,1101 0,1354 0,1200 0,1218 0,0253

0,1444 0,1509 0,1178 0,1377 0,0331 Xgrand avg2= 0,1409

0,1472 0,1387 0,1751 0,1537 0,0364

0,1532 0,1560 0,1561 0,1551 0,0029 Ravg2= 0,0270

0,1398 0,1700 0,1540 0,1546 0,0302

0,1329 0,1265 0,1587 0,1394 0,0322

0,1562 0,1215 0,1397 0,1391 0,0347

0,1555 0,1647 0,1464 0,1555 0,0183

0,1576 0,1159 0,1442 0,1392 0,0417

14

15

UCL r = D4S * Ravg1 =

Xgrand avg1 + A2S * Ravg1 =

Xgrand avg1 - A2S * Ravg1 =

Subgroup nr # Data, SI/h

12

6

7

8

9

10

11

13

0

0,02

0,04

0,06

0,08

0,1

0,12

0,14

0,16

1 2 3 4 5 6 7 8 9 10

UCLr

R

0

0,02

0,04

0,06

0,08

0,1

0,12

0,14

0,16

0,18

1 2 3 4 5 6 7 8 9 10

UCLx

Xavg

LCLx

Conclusion

1. After process alteration performed maintenance process metric stays statistically stable. No special causes observed.

Improvement of Maintenance cycle time is 10% less than required in Project Charter. Objectives achieved on 78%.

Possible reason for that significant enhancement is a reduce of uncertainty due to highly predictable tools allocation.

Another reason is a sustaining the "system" in its new condition, because discipline and responsibility improved.

*100% = 35 %2. Improvement of Maintenance cycle time=Xgrand avg2-Xgrand avg1

Xgrand avg1

36 %Ravg1-Ravg2

Ravg1*100% =4.Improvement of Range of Maintenance cycle time=

List of activities performed to improve Mobilization process.

Paperwork simplifyed

Can't be demonstrated due to confidentiality.

Workflow developed and presented to employees

Zones organized to segregate equipment of different technical conditions.

Standardized spare parts kits developed and introduced into operations.

Measure the modified Mobilization process

Spagetty diagram

Exact Method. Stage two.

Set limits for the reminder of the following measurements.

A2S= 6,6

D4S= 8,1

0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346 0,5346

UCLx= 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985 0,90985

LCLx= 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865 0,03865

Collecting measurements and calculate averages.

X, SU/h R

0,4888

0,5163 0,0275

0,6173 0,1010 Xavg2= 0,6285

0,6821 0,0648

0,6517 0,0304 Ravg2= 0,0702

0,6117 0,0400

0,7473 0,1356

0,6057 0,1416

0,6674 0,0617

0,6967 0,0293

UCL r = D4S * Ravg1 =

Xavg1 + A2S * Ravg1 =

Xavg1 - A2S * Ravg1 =

Subgroup nr #

5

6

7

8

9

10

11

12

13

14

0

0,1

0,2

0,3

0,4

0,5

0,6

1 2 3 4 5 6 7 8 9 10

UCLr

R

0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

0,9

1

1 2 3 4 5 6 7 8 9 10

UCLx

X

LCLx

Conclusion

Improvement of Mobilization cycle time is 7% less than required from Project Charter. Objectives achieved on 83%.

Possible reason for that insignificant degrade is a relatively low mobilizations frequencies, and low rate of new procedure introduction as a consequence.

-6

2. Improvement of Mobilization cycle time=Xavg2-Xavg1

%Ravg1

1. After process alteration performed maintenance process metric stays statistically stable. No special causes observed.

*100% = 33 %Xavg1

4.Improvement of Range of Maintenance cycle time=Ravg1-Ravg2

*100% =

Develop and implement control plan to institutionalize the new maintenance process

SOP developed and validated by management

Statistical validation

Exact Method. Stage three.

Combain the data

Xavg R

0,1058 0,1110 0,0710 0,0959 0,0400 0,0320

0,0965 0,1185 0,0898 0,1016 0,0287

0,0862 0,0881 0,1341 0,1028 0,0479 0,1287

0,0934 0,1374 0,1216 0,1175 0,0440

0,0864 0,1360 0,0893 0,1039 0,0496

0,1056 0,1211 0,1107 0,1125 0,0155

0,1101 0,1354 0,1200 0,1218 0,0253

0,1444 0,1509 0,1178 0,1377 0,0331

0,1472 0,1387 0,1751 0,1537 0,0364

0,1532 0,1560 0,1561 0,1551 0,0029

0,1398 0,1700 0,1540 0,1546 0,0302

0,1329 0,1265 0,1587 0,1394 0,0322

0,1562 0,1215 0,1397 0,1391 0,0347

0,1555 0,1647 0,1464 0,1555 0,0183

0,1576 0,1159 0,1442 0,1392 0,0417

Set limits for the future measurements of the process.

A2F= 1,08

D4F= 2,5

0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833 0,0800833

UCLx= 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849 0,1632849

LCLx= 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929 0,0940929

CONTROL

10

Subgroup nr # Data SI/h

1

2

3

4

Ravg =

5

6

7

8

9

Xgrand avg =


Xgrand avg + A2F * Ravg =

Xgrand avg - A2F * Ravg =

11

12

13

14

15

0

0,02

0,04

0,06

0,08

0,1

0,12

0,14

0,16

0,18

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

UCLx

Xavg

LCLx

0

0,01

0,02

0,03

0,04

0,05

0,06

0,07

0,08

0,09

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

UCLr

R

Conclusion

1. Local procedure has been introduced to conduct the control chart process validation every month.

2. Control limits calculated and applied to the chart.

3. Number of criterias for data patterns applied and monitored in order to detect special causes.

a) Nine points in a raw in (-3;-2)Sigma zone.

b) Six points in a raw steadily increasing or decreasing.

c) Fifteen points in a raw in (-1;1) Sigma zone

Develop and implement control plan to institutionalize the new mobilization process

SOP developed and validated by management

Statistical validation

Exact Method. Stage three.

Combain the data

X, SI/h R

0,4660 0,0682

0,4070 0,0590

0,4780 0,0710 0,5844

0,5460 0,0680

0,4888 0,0572

0,5163 0,0275

0,6173 0,1010

0,6821 0,0648

0,6517 0,0304

0,6117 0,0400

0,7473 0,1356

0,6057 0,1416

0,6674 0,0617

0,6967 0,0293

Set limits for the future measurements of the process.

A2F= 3,1

D4F= 3,5

0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346 0,2388346

UCLx= 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678 0,7959678

LCLx= 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893 0,3728893

Subgroup nr #

1 Ravg =

2

3 Xavg=

4

5

6

7

8

9

10

Xavg + A2F * Ravg =

Xavg - A2F * Ravg =

11

12

13

14


0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

0,9

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

UCLx

X

LCLx

0

0,05

0,1

0,15

0,2

0,25

0,3

1 2 3 4 5 6 7 8 9 10 11 12 13

UCLr

R

Conclusion

1. Local procedure has been introduced to conduct the control chart process validation every six month.

2. Control limits calculated and applied to the chart.

3. Number of criterias for data patterns applied and monitored in order to detect special causes.

a) Nine points in a raw in (-3;-2)Sigma zone.

b) Six points in a raw steadily increasing or decreasing.

c) Fifteen points in a raw in (-1;1) Sigma zone

Six Sigma Black Belt Project

Business